1. They get things done
They motivate other people
Source: Perisco
2. Developing a vision:
An understanding of the future and the present
resulting in a concept of where to go, what to look
for, and how to be prepared.
Exercising leadership:
A set of direct and indirect actions to transmit the
vision on to the organisation; to create an environment
conducive to success; to build the necessary
capabilities, and to inspire enthusiastic pursuit of
the vision.
4. Ability to see beyond the immediate and the obvious
Loyalty
Surrounding yourself with talent
Linda Smart
5. Paint an inspiring picture
Recognise and celebrate other’s successes
however small
Articulate a clear, concise, one sentence vision
John Nicholas
6. Focus on process as well as people
Truly understand your organisation
Strive for sense and coherence
Achieve clarity through conversation
Source: Bicknell and O’Connor
7. Create commitment and encourage people
Establish a standard of excellence
Bridge the present and the future
Create meaning and purpose amongst employees
9. Focus on process as well as people
Get to grips with the dynamic nature of your organisation
Repeatedly strive for coherence
Achieve clarity through conversations
Nic Paton
12. Results centred
Venturing beyond familiar territory to pursue ambitious
new outcomes
Internally directed
Behaving according to values
Other focused
Putting the collective good first
Externally open
Learning from the environment and recognising
when there is a need for change
Source: Quinn
13. Everyone can be a leader
- no they can’t
Leaders deliver better results
- not always
People who get to the top are leaders
- not necessarily
Leaders are great coaches
- rarely
Source: Goffee and Jones
14. Open minded and flexible
Caring and service oriented
Team players
Communicators
Personally effective and accountable
Source: Pepe
15. Implicit prejudice
Bias that emerges from unconscious beliefs
In-group favouritism
Bias that favours your group
Over-claiming credit
Bias that favours you
Conflict of interest
Bias that favours those that favour you
Source: Banaji et al
17. Make your case up front, with hard sell
Resist compromise
Assume a great argument/case is the secret to success
See assumption as a one shot effort
Source: Conger
18. External focus
Clear thinking
Imagination
Inclusiveness
Expertise
Source: General Electric
19. Leadership styles must fit the situation
Leaders need to adapt their style to fit situations
Leaders have problems doing the above
So leaders need to either:
Change the situation to suit their style
Or
Change their style to suit the situation
23. Provide direction
Offer protection from external threats
Clarify roles and responsibilities
Manage conflict and maintain order
Shape and manage norms
Source: Heifetz and Laurie
24. Ruthless with their use of time
Tough on under-performance
Brave in terms of never settling for second best
Able to focus on the important as well as the urgent
Trusting of others, believing in potential and capability
25. Focus on development
Identify lynchpin positions
Make it transparent
Measure progress regularly
Keep it flexible
Source: Conger and Fulmer
26. People centred
Team management
Improvised management
Middle of the road
Task centred management
27. Manage and maintain self esteem
Sustain a drive to achieve
Intuitively filter useful opportunities from useless
Maintain optimism
Show courage to face up to challenges
Edi Kurik
28. You must have a vision
You must have passion
You must have the ability to make great decisions
You must have character
You must have a great team
29. Don’t let the urgent drive out the important
Set aside time to think and reflect
Read and explore outside your field to get ideas
Build and test scenarios
Don’t be discouraged by constraints
Joyce Osland
30. Earn trust – tell the truth
Engage with the organisation
Maintain focus and consistency of purpose
Deliver performance to be proud of
Provide opportunities for growth
Source: Eisenstadt et al
32. Trait
Behavioural or style
Contingency
Visionary or charismatic
Emotional intelligence
Competency
Source: Dulewicz et al
33. Planning well ahead
Deciding how things will be done
Assigning senior tasks clearly
Emphasising deadlines and achievements
Making expectations clear
Rewarding achievement
35. Live with integrity lead by example
Develop a ‘big idea’
Build a great management team
Inspire employees to greatness
Create a flexible, responsive organisation
Use reinforcing management systems
Reingold
36. Honesty and credibility
Ability to inspire
Strong connection to reality
Pragmatic optimism
Managing with intensity
Building the future
John Agno
37. Keep vision and values front and centre
Make sure people disagree
Cultivate truth tellers
Do as you would be done to you
Honour your intuition
Delegate don’t desert
Source: Offermann
38. L oyalty
E nthusiasm
A wareness of self
D rive
E mpathy
R espect
Fiona Dent
39. Self confidence
Self promotion
Self admiration
Self worship
Self exclusion
Self indulgence
Self destruction
Source: Lewis and Boone
40. Honesty and integrity
Long term perspective
Open mindedness
Appreciating and embracing diversity
Conviction and courage
The drive to counter resistance
The capacity to think outside of the box
Ashridge
41. Well founded and balanced judgement
Open minded – accepting ideas
Critical thinker
Integrity
Understanding of stakeholders
Takes a long term perspective
Team driven
Dexia
42. Principled leadership
Facing complexity pressure and uncertainty
Understanding own and other’s behaviour
Consistency with Microsoft’s values
Cross-border collaboration – creating one Microsoft
A passion for technology
Customer and partner driven
Microsoft
44. Respect for all
Honesty and trustworthiness
Absence of complacency
Commitment to employee growth and development
Challenging inethical behaviour
Open with all in the organisation
Challenging status quo and business as usual
Encouraging new ways of thinking
46. Be a visionary
Be passionate
Be true
Be ready for action
Be a role model
Be a learner
Be a great communicator
Be competent
Be compassionate
Earl Smith
47. Ability to gain trust
Committed to achieve for the organisation
Takes personal responsibility
Is humble when needed – really listens
Values and respects others
Has strong communications skills
Can create fresh ideas
Is level headed and has a sense of humour
Can control and channel emotional energy
48. Strong management of external organisational relationships
A solid understanding of financials
Ability to think strategically
Managing expectations effectively
Technically savvy
Selects a good team
Ability to rally the troops
A visionary outlook
Politically competent but not political
A skilled communicator
49. Integrity
Energy
Self belief
Vision
Decisiveness
Communication skills
Collaborative
Drive to take action
Courage
Creativity